Recruitment Policy


[Insert organisation name] (“the Company”) aspires to have the best qualified candidate selected for employment based on an assessment of the candidate’s merit, including capability to help the Company achieve its business goals.

This policy sets out the Company’s process for recruiting candidates for employment.

The policy is designed to enable the effective placement of new employees and the equitable treatment of all candidates, with minimal recruitment expense.


This policy applies to the recruitment of all casual, fixed-term and permanent full and part-time positions within the Company’s organisation.


The Company is committed to recruiting potential employees on the basis of merit. As such, the Company’s recruitment process should be conducted in accordance with the principles in the Company’s Anti-Discrimination and Equal Employment Opportunity policy [insert link to Flare Policy document] and applicable anti-discrimination legislation.


It is the responsibility of managers and supervisors involved in the recruitment process to adhere to this policy in selecting, evaluating and securing applicants for employment opportunities.

Additionally, it is the responsibility of Human Resource personnel to:

  • oversee managers and supervisors compliance with this policy;
  • assist in the resolution of employment decisions;
  • compose and distribute offers of employment;
  • process employment paperwork for new employees; and
    administer this policy.
  • [Optional] Authority to recruit employees (including the method of proposed recruitment) lies with [insert relevant authority, i.e. Senior Manager, Human Resources Manager and/or Chief Executive Officer] but may be delegated to other Company personnel in writing.


Approval to recruit

Where personnel seeking to hire a potential employee (whether that be via internal or external recruitment process or filling of a vacancy by direct appointment) does not have the requisite authority to do so, they must obtain written approval from [insert relevant authority, i.e. Senior Manager, Human Resources Manager and/or Chief Executive Officer].

Position descriptions

If a position description exists, it should be reviewed and updated to reflect any changes to the responsibilities of the position. If no position description exists one should be developed that includes information such as the following:

  • a simple paragraph summarising the mission of the role;
  • the department and reporting relationship;
  • a list of key duties and responsibilities;
  • key performance indicators and benchmarks (if applicable);
    minimum qualifications, experience and skills; and
  • workplace culture compatibility, desired leadership qualities and personal attributes; and
  • The matters contained in the position description should be used as the basis of selecting candidates; both for screening applications and interviewing candidates.

Design of selection process

Once the requisite approval to recruit has been obtained and the position description has been finalised, an efficient and effective selection process should be planned. Consideration should be given to:

  • the expected number of candidates;
  • the likely calibre of candidates;
  • the expected duration the selection process will run;
  • how quickly the Company requires the position filled;
  • the seniority of the position within the Company;
  • the number interviews required by the position;
  • the method of candidate test or assessment tool that will be used;
  • whether the position will be advertised internally and/or externally;
  • how the position will be advertised; and
  • any other relevant feature that the recruiter deems necessary in the circumstances.

Sourcing candidates

A position may be advertised either internally only or internally and externally depending on the nature of the position and the requirements of the business. There will, however, be circumstances when it will not be appropriate to advertise internally. These circumstances include, but are not limited to, situations where the position requires skill and expertise for which the appropriate candidates are highly unlikely to be found internally.

External recruitment agencies

The engagement of external recruitment agencies must first be approved by [insert authority] prior to the recruitment process commencing. Generally, an agency should only be used where the Company has exhausted attempts to fill the position directly or where it is highly likely that attempts to directly fill the position would be unsuccessful.

Further, agencies should only be used where the cost is reasonable in the circumstances.
Once an agency has been selected, the [appropriate contact personnel] will brief them and provide a copy of the position description and any other materials relevant to the recruitment of a suitable candidate. The agency should source candidates and provide resumes for short-listing.

[Optional] Long standing providers or agencies with existing commercial arrangements with the Company are to be given preference. However, at the discretion of Human Resources, and provided there is no breach of any contractual obligations with existing agencies, other agency providers may be given the opportunity to submit proposals.


Job advertisements (whether internal or external) should be prepared having regard to the position description and selection criteria, with the Human Resources Manager consulted in preparing the wording in the advertisement.
The Company may utilise a variety of different advertising methods, though it is preferable that online advertising be utilised where this approach would reduce costs or maximise exposure (at reasonable expense).

All advertisements must be approved by [insert authority] [insert if such a policy exists: and comply with the Company’s Anti-Discrimination and Equal Employment Opportunity policy].

Submission of applications

Job advertisements should provide the timeframe in which applications should be submitted. All applications should be directed to a designated contact personnel/department in writing by the date and time specified in the job advertisement. The Company should not accept applications outside that period unless special circumstances warrant such action

Short-listing candidates

All applications received by the Company within the timeframe (or outside the timeframe if so permitted by the Company) should be responded to using the Company’s “Application Acknowledgement Letter” [use applicable Company terminology] template.

As soon as reasonably practical, all candidates should be assessed against the nominated selection criteria to determine who will be further considered in the selection process.

Once a short-list has been established, suitable dates and times for the next stage of the selection process should be considered including who will be conducting them.

Unsuccessful candidates for the short-list should be advised as soon as reasonably practicable. The template “Unsuccessful Candidate Letter” [use applicable Company terminology] should be used when notifying applicants that they have not been short-listed for the next stage of the selection process.

If an external recruitment agency is engaged, the Company may dispense with the process referred to at [5.13] – [5.15] above (on the basis that shortlisting of candidates will be undertaken directly by the agency).

Interviewing candidates

Interviews should be conducted to assess the merits of short-listed candidates.
The interview selection process should be settled before it begins to ensure consistency across all interviews. A sound interview process would generally involve:

  • sufficient notice of the interview time given to candidates so that they may prepare in earnest for the interview or arrange an alternative time to be available;
  • standard interview questions designed to elicit focused information addressing relevant criteria [see clause 5.19 below]; and
  • the maintenance of careful and accurate records for both successful and unsuccessful applicants.

The interview should centre around the following main topics:

  • qualifications;
  • work experience;
  • personal skills such as communication skills, team work, delegation, and leadership;
  • knowledge and skills in respect of the applicable work area; and
    suitability with the Company’s culture.

It is important not to make unfounded assumptions about a candidate’s ability or use stereotypes to determine fitness for the position. The interviewer must ensure they comply with the Company’s Anti-Discrimination and Equal Employment Opportunity policy [insert link to Flare Policy document] when asking questions of a candidate]. If the interviewer forms a preliminary view that the candidate may not be able to perform the inherent requirements of the position due to a disability or other limitation, they must consult [insert appropriate Company personnel to be consulted] before taking any further steps.

The interviewer must take all reasonable steps to avoid conflicts of interests. Where the interviewer has a personal relationship with a candidate or some other relationship or connection which may reasonably give rise to a conflict or appearance of a conflict, the interviewer must not take part in the interview or selection process without the approval of [insert the name of Company personnel]. If a conflict only becomes apparent during the interview, this ought to be disclosed to the other interviewers and (subject to any views of [insert the name of Company personnel – being the same person who may determines ‘approval’]) measures should be implemented to address this in a fair and reasonable way including:
reconvening the interview to another occasion with a different interviewing panel;
the conflicted interviewer excuses him or herself from the interview and takes no further part in the interview (or selection process).

[Optional] Psychometric and other tests

Psychometric, aptitude, general ability and other tests may be undertaken to determine a candidate’s suitability for a position. Where these additional tests are undertaken in addition to an interview, the Company will generally select a candidate for employment on an assessment of all relevant factors and criteria and not on test results alone.

Reference checking

Reference checks are to be completed on all internal and external candidates before an offer of employment is made. These checks are an essential part of the selection process as they provide an opportunity to:

  • substantiate information provided in the selection process;
  • check the applicant has the required skills and ability to perform the position;
  • validate behavioural information;
  • verify whether the past employer would rehire; and
  • obtain any other information considered relevant to the selection decision.

Irrespective of any written references supplied, a minimum of two (2) oral reference checks should be undertaken.

Referees should not be contacted without the candidate’s consent. Where a candidate requests that the Company not contact a particular person, their request will be respected, although the reason for such a request should be adequately investigated with the candidate if appropriate.

Medical Assessment

Medical assessments will only be conducted in relation to certain roles. The assessment will be conducted to ensure that the candidate is able to meet the inherent requirements of the job, without risk to their health and safety or the health and safety of third parties.

The Company will meet the cost of the medical assessment undertaken for this purpose.

If a medical assessment is required for a position, an offer of employment must not be made (including provisionally) until the candidate’s fitness for the inherent requirements of the position has been assessed.

Medical information that is not relevant to the person’s ability to perform the role must not be taken into account.

The Company may require additional assessments depending on the role. Where appropriate, the Company will endeavour to provide reasonable notice when additional assessments are required.

The Company will nominate the assessing doctor, who will be provided with (amongst other things) details of the inherent requirements of the position. The assessing doctor should be instructed to only assess and report on the applicant’s ability to satisfy the inherent requirements of the position.

The candidate may request that a different assessing doctor be used. The Company should consider all reasonable requests but, ultimately, the Company has sole discretion to nominate an assessing doctor.

Information divulged in a medical examination remains private and confidential subject to the medical assessor advising the Company (including providing any written report) in respect of the candidate’s fitness to perform the inherent requirements of the position.

If the medical assessor indicates that the candidate is not fit to perform the inherent requirements of the position, prior to any action being taken, the outcome must be discussed with the candidate and consideration must be given to:

Any further information that the candidate identified as being relevant to the determination of their fitness to perform the inherent requirements of the position; and

Any reasonable adjustments (within the meaning of applicable anti-discrimination legislation) that may be made in order to enable the candidate to perform the inherent requirements of the position. Human Resource personnel must participate in all such discussions and approve all decisions regarding such candidates.

Background checks

Where appropriate, the Company may require that the candidate undergoes a security check, police check, working with children check or any other background check deemed reasonable or necessary in the circumstances. Where a background check should be undertaken, then an offer of employment must not be made or inferred until the candidate has passed the applicable background check(s).

Eligibility to work in Australia

Prior to any offer of employment being made, candidates may be required to show proof of their eligibility to work in Australia by providing a work visa, proof of citizenship, or residency status documents. Documents to be provided must be originals, not copies.
Feedback on selection performance
The Company has discretion as to whether it will provide feedback to a job candidate on their performance during the interview selection process.

Making an offer to a successful candidate

The successful candidate should be contacted and offered the position. The initial job offer will in most cases be verbal to save time and delay. Once the candidate has accepted the verbal offer, all unsuccessful candidates should be notified.

Offers of employment should only be made to the preferred candidate before unsuccessful candidates are advised of the selection decision. This enables an offer to be made to another suitable candidate if the preferred candidate declines the offer. In the case of internal candidates, the offer will only be made once the current manager has been consulted so that a release date can be given.

Once the initial verbal offer has been accepted, a letter of offer and contract of employment should be prepared and sent to the successful candidate. The Company’s standard forms should be used and signed by the appropriate personnel.


Unsolicited applications for employment (including submission of resumes and letters seeking employment) are to be forwarded to [insert contact personnel/department] for review. If the candidate appears suitable to fill an available position, the applicant should be contacted and added to the candidate pool.

[OPTIONAL] Referral Bonus

[If the Company decides not to widely circulate this policy (ie inserts clause 2.2), and if the Company wishes to have a Referral Bonus program, then this section concerning the Referral Bonus program should be circulated to all Company personnel as a discrete policy.]

The Company will reward current employees (by way of payment of a referral bonus) who refer successful candidates for employment with the Company (“Successful Candidate”) subject to other conditions set out in this section.

To be eligible for a referral bonus the employee who has referred the Successful Candidate must be an employee of the Company at the time the referral bonus payment is payable (see clause 8.3 below);

The referral bonus is payable upon the Successful Candidate completing 6 months of employment with the Company.

The following referral bonus is payable:
[insert: may have different payment amounts depending on the seniority or importance of position filled]

The following Company personnel are not eligible to receive a referral bonus:
[insert: eg Human Resource Department personnel]

The Human Resources Department are responsible for administering this program.

The Company may in its absolute discretion amend or withdraw the Referral Bonus program at any time with immediate effect and without notice.

Free Recruitment Policy Template

This free Australian Recruitment Policy Template will outline your organisation’s recruitment policies to help ensure a steady flow of great employees into your business.

By downloading this template, you agree to use it at your own risk and under your own legal advice. Nothing on this site should be considered legal advice.